st. luke's. and keep the hospital open so this hospital can continue to provide services for most vulnerable communities living in the southern part of the city. thank you. >> thank you. my name is alysa. i'm a diabetes educator. i've been doing it for about 20 years and have been at st. luke's for about three years now. i work as a diabetes educator for health first, which is a center for prevention and education and through them as an exercise group leader for people with diabetes and a consult and mentor. you have heard a lot about how cpmc has supports a lot of different kinds of organizations and this is one -- i wanted to talk a little bit about how i work a little bit differently. the reason that i'm here is just to talk about one way they share the resources. hunters point area. i say one way because there are so many different ways they support different community programs. and in this case, the case of i want to talk about the resource that is shared is my expertise and experience as a

st. luke's hospital. the thing i want to emphasize is that health care is approaching 20% of our economy. we need to be concerned about the availability of the best of care to our residents and say, state of the art environments. san francisco can't afford to let this large part of the city's economy risk liability. in fact, this rebuild will likely be a key economic generator, a tide that will lift all boats. in fact, the recent affordable care act means much of the nation's 50 million uninsured will have access to affordable care, and means we will have facilities to care for them. we believe the plan before you will help meet the needs of our clients and san francisco residents. it will create jobs, provide benefits that will be felt in the nearby neighborhood and throughout the city. thank you. >> [names are read] >> my name is stephen cavanaugh. i am a certified rehabilitation registered nurse at the cpmc rehabilitation center at babies hospital. i have been there almost 10 years. when i first worked

st. luke's campus. as an emissary envoys of the physicians of saint luke, i wish to acknowledge and thank cpmc and the city of san francisco for saving some lives. the blue-ribbon panel achieve by and from all interested parties, medical, political, community, and a remarkable result. over the last two years, the department chairs have been working with architects and planners on our new facility. the medical staff from a supports the proposed plans. as this plan has crystallized, we see it does what it was supposed to do. it preserves critical service lines to a state of the art facility through tertiary distribution of services. st. luke's can access and a bill itself of incredible support from the other campuses, which is already happening. lastly, while maintaining critical inpatient service lines, it also includes a robust plan for the direction medicine is taking, which is an outpatient and preventative care. in all my time, i have never seen the quality of care better than it is today. i am glad t

the mission of st. lukes and cpmc is close to my heart and so i'm committed to the viability of the organization. who do we serve? you have heard from many tonight whom we serve. we serve the patients, the child that presents with a fever in our emergency room to the a couple who would like to have an alternative birthing method to a person who has had a stroke. these are the people we serve. who serves them? who provides the care? our physicians and staff are astounding. historically there was not a lot of investing in the infrastructure, the facilities and the equipment of st. luke's. the partnership ensures that type of investment. commissioner, you'll be pleased to hear we had two very generous donations. as well, we are at a critical part over the integral fabric of a system-wide system of care. as you heard from the doctor, we had growth in our orthopedic area with a unique partnership between ucsf and san francisco general hospital. there were nine hired to maintain and sustain health care as well as a

st. luke's provides a great deal of charity care. we need to keep it in the city for our people. st. luke's has improved and cpmc is improving charity care. thank you very much. president olague: maybe you heard your name. >> thank you, presidents, and members of the health and planning commission. my name is kenneth. i'm the medical director of nebraska medical services. it is a non-profit organization. a lot of them do only have medi- cal. we have four clinics in san francisco. it is my pleasure to offer support for the rebuild. contrary to the testimony, which portray a very different picture of what i know of cpmc, cpmc has been a good neighbor to our community and our patients. we have received numerous donations and grants from cpmc to help us take care of patients who have never had access. we are the home to a quarter of healthy san francisco patients in the city of san francisco. cpmc provide the emergency and in-patient care for our health feet san francisco patients -- healthy san francisco patient. a number of people who are only on medi-cal are delivered on an annual basi

st. luke's service area, that generates 85% of st. luke's discharges. you see a plan of these hospitals that is explicit segregation of patients based on ability to pay. i would think we would be beyond an argument about whether we believe in segregation. the plan is come a 10% private insurance. the justifies the hospital based on current utilization. 65% private insurance to other campuses, 10% medi-cal. these are people from around the central city in the southeast going to st. luke's. if people from the southeast go to cathedral hill. that does not make sense. 40% of the emergency room cities -- visits come from around the st. luke's area. what happens there puts a burden on sf general hospital. the approach we're taking to davies we believe should be the approach to st. luke's. it works when there is a clinical anchor to generate investment. they are not designed as a permanent charity write-off. davies has a community-serving function and an anchor of clinical services. we believe that should be the approach to st. luke's, where they cluster servi

and the st. luke motto was started with the a.c.m. and became part of our family practice residency program and then it was disengaged. what i'm saying is given the fact that we have a multitude of challenges how we're going to provide professional services in the city, it may be an opportunity to revisit some models which at least work a number of years ago but could be modified now given the fact that our academic health science centers are facing a number of mandates where we really have to work even more closely together and partner a do a lot of things in a sharing mode rather than a separate mode. you know, the days of building five recent cancers is no longer a reality. it's a matter of how we're going to integrate and provide the highest health care. and that's been the experience pertaining to the rebuild of cpmc. a lot of positive things have been undertaken. we look forward to positive outcomes again. but as i said, there is unique opportunities which i think we could really grasp because the rubber's going to hit the road

st. luke's will look like. we recognize the need to control rising health care costs, consolidation of two of our campuses will help us do that by reducing duplication of expensive equipment, having a more energy-efficient building, reducing administrative function. we would like to optimize the distribution of care throughout san francisco and the integrated delivery system. we would like to quote of the former -- and this will not exist in the city because there are not enough specialists and to be very good at something, you have to do a lot of it. here is our construction schedule. you will note that it has us starting in 2011 with completion of the campus which is a slightly easier campus to build. that will enable us to be in compliance with the current law. i know the whole commissioners will remember this. i would like to review these because i think we have made substantial progress. we promise to increase our charity care and the amount of care we provide for medi-cal patients. there was a 43% increas

st. luke's hospital as an emergency nurse. st. luke's is an emergency room that treats over 28,000 patients a year. most of our patients are low income or underinsured. in other words, we overwhelmingly treat patients who are marginalized or underserved in our society. as a result, some might think it is a thankless job, but make no mistake, i, along with my colleagues, believe that every person, no matter who they are, has a right to save, therapeutic, and comprehensive health care. prior to sutter purchasing our hospital in 2007, we prided ourselves as a mission district institution that saved thousands of lives and treated the injured and sick. no different than the 145 years of care provided in st. louis's history. but since the takeover, much of our time has been spent at hearings, meetings, rallies, and protests, just fighting to keep the hospital open. a pattern that has been repeated by minors colleagues in other cities, due to solder's distorted model of how health care should happen in our communities. that business model

st. luke's, ucsf picked up the lion's share of the burden. chinese, which is distinct in many ways, and cpmc and kaiser are at the bottom of the list. supervisor campos: just a quick question -- how does that happen? is that a decision that the individual hospital made? how does that come to be? those percentages. how is it that, you know, a hospital is that 37%, and another one is that 10% or 2%, for that matter. >> that is also a good question, which we could go into more detail about. it would be nice to have specific figures for the city and county, but generally speaking, people either come to a hospital because their doctor sends them their and their doctor or practitioner has an affiliation, or because they show up in an ambulance. we will look at ambulance the version as well. suddenly, hospitals and their related providers can be making decisions, and at many points along the way about how accessible they allow their services to be, or the terms under which they negotiate with low-income patients. they can attract them or not. so the

st. luke's is one of the only two hospitals that served the city's low income community. cpmc is building a new facility at van nuys avenue which is expected to be complete in 2015. >>> san francisco board of supervisors today gave preliminary approval for twitter and other business. twitter would stay in the city and hire thousands of new workers. san francisco taxes large companies 1.5% based on employee pay. a final vote is expected next tuesday. >>> it appears a staple store will be built in the city of sonoma despite protests from small business there. the city's planning director says staple hopes to open its new store this summer. >>> target has been added to a company victimized in a breach. epsilon announced last week that hackers had breached it's system. >>> we have an update tonight on the condition of a fan after being attacked in the parking lot of dodger stadium last week. doctors say that bryan stowe suffered severe scar fracture and that he has damage to both frontal lobes of his crane. his family is speaking out. maureen naylor is in the community where

st. peter. >> ..."the name of god." >> safer: and from the same period, the gospel of luke and part of the gospel of john. >> "in theinning, it was the word, and the word was god." >> simon: he's done things even babe ruth, joe dimaggio and ted williams never did. and in the baseball-crazy town of st. louis, he's as iconic as the arch. albert pujols is destined for the hall of fame, yet he still takes an estimated 20,000 practice swings every year to remain the game's most feared hitter. as you'll see, albert pujols showed us many things. being a great baseball player was just one of them. >> i'm steve kroft. >> i'm lesley stahl. >> i'm bob simon. >> i'm morley safer. >> i'm byron pitts. >> i'm scott pelley. those stories tonight on "60 minutes." this was me, best ribs in nelson county, but i wasn't winning any ribbons managing my diabetes. it was so complicated. there was a lot of information out there. but it was frustrating trying to get the answers i needed. then my company partnered with unitedhealthcare. they provided onsite screenings, healthy cooking tips. that's a recipe i'm keeping. ( announcer ) turning c